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tv   Bloomberg West  Bloomberg  October 29, 2014 6:00pm-7:01pm EDT

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is live from pier three in san francisco, welcome to "bloomberg west" where we cover innovation, technology and the future of business. let's get a check of the bloomberg top headlines -- health-care workers have been in west africa were welcome to the white house by president obama. >> because of the work being , in thefolks like this three affected countries, we are already seeing a difference. the nightsident said stays much continue to send
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workers to west africa to defeat the disease at its source. the federal reserve is ending its landmark bond purchase row gram. the labor market is strong enough to withstand the end of the meal is. the u.s. equity markets responded by closing down slightly. the world's largest debit and credit card company says sales rose in the fourth quarter. fell 10% after an 11% increase last quarter. new $5pany announced a billion share buyback. and executive changes at twitter. dick costolo has been remaking the executive team as they try to reverse slumping user growth. today, the little blue bird of twitter announced a partnership with big blue, ibm. -- how big ad
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setback is the explosion of the ontario's rocket to the private space race? this was the scene as the unmanned rocket blew up on launch yesterday. >> and we have liftoff. the iss. mission to main engines at 108%. >> at the orbital sciences spacecraft was headed to the international space station on a resupply mission. nasa says the astronauts in space are in no danger of running out of supplies. in the meantime, an investigation is underway to see what caused the $200 million rocket and spacecraft to blow
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up. with me in the studio is cory johnson and on skype, former andonaut and iss commander also, colonel chris hatfield and best-selling author of "you are here, around the world in 92 minutes." how big a setback is this for nasa and orbital sciences? how big a surprise is something like this happening? >> it is a setback? this is not something that will jeopardize the program. launching rockets even though we have been sending astronauts to space for 50 years, you've got very complex pieces of machinery and anytime you have to put that much energy into the vehicle, there will be risks and mishaps like you saw yesterday. to do a fullg investigation and find the root cause and learned lessons and apply it and that will lead to more robust rockets in the future.
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but as you heard, there was no injury on the ground and they have enough margin, food, water and oxygen and things like that. orbital,st impact is this has impacted their empathy quite a bit. they have been doing this for several decades. not a total surprise because in this industry, it is not routine. >> both of you are astronauts and you know an investigation is underway and it is early hours at this point. chris, any early ideas about what may have happened? leroy and i have both written and a couple of different kinds of rockets, so it's nice to have a chance to talk about it. listening to frank culbertson, who was the person talking last night and watching the video, big firstsee the
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stage engines work, they've got a lift it off and then a few seconds after it was off the launch pad, something significant failed. you could see the color coming out of the back change as if the mixture between oxygen and fuel suddenly changed. then there was an instantaneous loss of power. frank talked about this as well -- you look like something might have been coming up the side of the base of the rocket which might indicate the engine itself was coming apart. it's too soon to be conclusive, but as leroy stressed, the station is ok, the six people in orbit are ok and no one was hurt. maybe it demonstrates the importance of the fact that it is an international space station. not counting on just one company. ofre was a russian launch this morning with resupply and an american launch in december with resupply, so it's good to have a partnership when you are
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doing something as complicated and dangerous as flying in space. it's my understanding the engines used were literally made by russians in the 1960's. this is something elon musk oinked out -- it sounds like the punchline to a joke how he was saying, but these engines were literally made by the russians in the 60's and mothballed for a while until orbital sciences found out about them. is this the wrong technology to be using and did we see the dramatic failure? >> you are correct. the original engines were made by russians and ukrainians many years ago and were brought over and aerojet refurbish them and supplied them to orbital and other companies. i should mention other launch vehicles use russian kerosene engines because that was the deal made with congress way back when we started working with the russians in the mid-90's and the
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united states was concerned about russian engineers and scientists russian going to work for companies -- going to work for countries we did not want them to work for. we found ways to engage those engineers and one way was to buy kerosene engines from them because we were facing those out of production and doing more advanced cryogenic engines. for a lot of technical engines, you want to use kerosene is a first stage because a generates a lot of thrust. you cannot single out orbital for using russian engines. pretty much the only modern built kerosene engine in the united states are being done by spacex now. to do that? i think it makes sense. the russians have a lot of experience building kerosene engines. up the issueng about the possible impact of the age of these engines used by
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other manufacturers. age is not an issue but i want engines --hat these the investigation will tell if that was a factor. i want to talk about spacex and elon musk. chris, what does this mean for the private space community? richard branson and virgin galactic customer >> the real question of whether something is just another commercial space light or private is who is the customer? in this case, the u.s. government was the main customer, so stop by the space flight, it is commercial. by thee paid for government. italy won on your list really trying to do something by the is richard branson. he's trying to change the customer from dana guston -- remain the government to being an individual.
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one beingas not flown passenger yet, but he's thing". whether he's got the right share of the market and a viable business model remains to be seen, but he's feeling one who's brave enough to truly bank his business on private spaceflight. trying tois working, use government contracts to fund the research to come up with technology that might someday lead to private spaceflight. it is a pretty interesting time in history to see how this is going and we will learn a lot from the accident that happened yesterday. >> we will follow the investigation as it plays out. ciao,hadfield and leroy former iss commanders. thank you. washington, d.c. just passed a law that says uber could serve as a model for the rest of the country. we will speak to their policy chief coming up. ♪
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>> i'm emily chang and this is "bloomberg west." the washington dc council just passed a bill that uber hopes will pave the way that will legalize and regulate ridesharing apps. it's called the vehicle for higher for renovation act and has been heavily opposed by the taxi union to say it does not create a level playing field. for more, i'm joined by david left, senior vice president apology -- a policy and strategy for uber. you've only been on the job for a couple of weeks. how's it going?
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>> it's very exciting. it's growing by leaps and bounds and there's a great group of people who are trying to improve cities and make the company grow . >> a lot of regulatory challenges ahead of you which you are especially skilled at working out. tell me about what happened in d.c. and why this is such a watershed moment. >> i think is the 13th municipality or state in the last month -- california, colorado, oklahoma city, nashville -- there is some momentum here. washington was a place where there's a lot of fights throughout all of this. we end up partnering with people , a localty council councilwoman there in particular, to really create a standard. a lot of the debate is how do you fit uber and these other ridesharing companies into a framework that's 50 or 60 years old? a look at it a new and created a new standard.
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the million dollars of insurance, state background and federal background checks on the drivers, so this is a model where we will build the momentum we have seen. many states and cities around the world are looking for a pathway forward. hasslefree transportation, cutting down on dui and safety elements here. i think you will see washington do something a lot of cities are looking forward to. york?t about new it's a challenging market and it's not the only one. how are you marketing your strategies there and run the world? ask we work closely with the taxi and limousine commission to provide a pathway forward as one of our fastest growing city -- fastest-growing cities. london is a great example. taxicab city and we came
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in there and added to that. what a lot of people have to realize in san francisco and one that is that this is not an either or. it grows the transportation pipeline and increase -- and increases the pleasing rideshare services. it helps with underserved neighborhoods. in cities where there's a public aansportation grid, like metrorail system, a lot of businesses not on that system suffer and uber expands the ability for people to travel in different parts of the city. paris is one of our fastest growing cities. we just entered las vegas and there's a huge tent up demand for people just pushing a button and getting a ride. we all live our lives in a way where we want information right away. we want to make a reservation for an airline right away. ofin the interest
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transparency, i'm a huge uber customer and i've talked to many drivers who are happy but we see some uber drivers protesting in many parts of the country. we had a producer in philadelphia who says they are not making much money, especially with the launch of uberx and free rides that have been offered in philadelphia. how do you keep drivers happy and hattie respond to people saying they are not making a living wage? >> you have to look at the vast majority of drivers. we are adding thousands of drivers every week, so i think you've got people who are driving full-time, who are making a good living and you have a lot of people driving 10 or 15 hours a week. they like complete flexibility whether you are full-time or part-time. you don't owe anybody money on the medallion, you just press a button then drive.
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if you want drive four hours tomorrow, you do that. flexibility is key but what you are seeing as more and more people use uber, the more drivers are -- the more trips are drivers can make per hour. many are sold to providers, some of them have a fleet of cars. it is working well for the cities and for the drivers and i think it's something that is only going to grow as more people get exposed. even in washington and new york, there are still people learning about the business. >> who comes first at uber, customers or drivers? >> the drivers our customers. it doesn't work without skilled drivers who are passionate about what they are doing. they are the bedrock of the company. one of the great things is the drivers and riders have relationships in a talk all at times about their lives in the city. it does strong relationship and when we want to foster and help grow.
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>> thank you so much for joining us today. always great to hear from you guys. its $19 billion -- now $22 billion purchase of whatsapp. facebook is planning to spend more on the long term. what could be facebook's next target? ♪
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>> welcome back to "bloomberg west." face pitchers are tumbling today. they say expenses will increase 50% to 60% next year and user growth is slowing. they rip that their user base grew to 1.30 5 billion, up year-over-year but down over the
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3% growth it had in the prior quarter. cory johnson is with me now to discuss. , facebook has always focused on user growth before it focused on monetization. you barely see any ads on instagram. might focus on it but they are not getting into it the way they used to. they are reaching the extent to the law of large numbers where their art that many users who are not of facebook except places where they can be like china or africa where there is a distribution issue. .> let's talk about whatsapp i talked to sheryl sandberg and she emphasized this is how we do it -- we're not planning on andtizing that anytime soon then you heard zuckerberg say we want to get to a billion users before we even try to touch it. >> you came by my desk when i was freaking out when the
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whatsapp financial filing came out. facebook filed financial numbers for them and we can see how bad a business model it is all stop they have a lot of users and want to find a way to monetize it. this business was using -- was losing so much money. $300 billion in the first half of this year. it's not just expensive in terms of what it cost, it's expensive because of how much it lost and is presumably continuing to use -- to lose. >> what about oculus? what did mark zuckerberg say about oculus? he said don't expect anything any time soon. >> he said just wait, you will see. the facebook business is so good withare able to run it taking a lot of risk and spending money in projects that might not work out. that's the thing that has investors concerned. they see the r&d spending by
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facebook which is an amazing thing. it's one thing to buy oculus which is a small amount of money compared to whatsapp, which was a ridiculous amount of money. but the r&d spending less quarter was just huge. beyond that, it's the percentage of revenue. the r&d spending, the revenues were instantly devoted to r&d's ending and this is almost as big as it has ever been. ipo did it right before the before they became a public company. >> cory johnson, our editor at large. we are seeing not just facebook but google and amazon making these big moonshot bets. it will be interesting to see how they lay out. germany's rocket internet is bringing one of its copycats to
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the united states. we will hear from one of the companies startups launching in chicago today. ♪ >> time for on the markets. let's get you caught up on where stocks traded today. the federal reserve confirmed it would and quantitative easing and as a result, the markets extended those losses. you saw the dollar with fresh highs against the euro and the yen. ♪
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>> this is "bloomberg west" where we focus on animation, technology and the future of business. rocket internet is bringing another tech copycat to the united states. space ways is launching in chicago today. the company allows users to order a storage box to their home, pack the box and have it picked up and delivered to a storage facilities. it launched with the help of rocket internet this july, so why is the company turning its focus to the u.s. market? of spaceing director ways joins us now from chicago. do.ain what you
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as i understand it it's like drop rocks for physical storage. -- drop box for physical storage. >> in deed. people go online to our website, tell us how money items they want to store, how many boxes they need to store items like books, documents and clothing, then we deliver the boxes for free to their doorstep and they pack the boxes and we pick them up once again for free and people pay a monthly storage the. their items back, they get returned within 24 hours. >> what was the inspiration here ? a lot of u.s. targets do similar eggs. -- do similar things. i know all about this market now that i have done some research but there is some competition out there. >> there are plenty of companies around the world doing this not
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only in the u.s.. the reason we are pursuing the business model as we are to do this.d it seemed like a straightforward business model. you need a warehouse, need drivers to pick up items on meeting boxes. closely,u look at more it's about having a really solid operations and never losing an item people store with you. with the backing of rocket internet, we felt like we had the capacity, systems and processes in place to build a great company. that's why we decided to launch space ways and expand to the u.s. because it is an amazing market in that regard. the u.s. market is $24 billion and hasn't changed much over the last couple of years. we just thought it was time to bring it to market. >> you spent some time at rocket before launching this and this
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company has had remarkable success around the world but has been criticized for simply copying other people's ideas, copying companies in the united states. how do you respond to that? >> i can't speak for space ways. the model is not new. the first company we saw doing something like that was started five years ago. chicago and now there are a bunch of other companies doing the same thing. we felt time was right to pursue this model. , the first step of building a great company is having this idea. and as i said, a bunch of companies are pursuing this around the world. it was more like movement and we felt well-equipped to have a really strong company that could
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do extremely well globally. >> there are a couple of other rocket startups that have launched in the united states. are we going to see more coming? focused on space ways right now so i cannot tell you about other companies and their extent that -- their expansion plans. you start the company and then you think about where this makes the most sense. there is increasing demand for , then we went to paris because we saw the same thing. consumers were looking for this kind of business model. >> what makes you think you could do a better than the competition that is out there? >> i think it is about operations. it's not really straightforward.
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you have to do extremely well on the operations. you can't use -- you can't lose your boxes. if it gets lost on -- evident -- if a pair of shoes gets lost along the way, you just have to get another pair of shoes. but if one of our boxes get lost, we can't let that happen. it could be a photo album and you have to be extremely strong setting up proper operations and knowing what you are doing. rocket's experience in transportation, we were well-equipped to make this model happen and provide higher service levels than other players out there. >> the managing director of space ways. we will keep an eye on you guys. twitterrtups to ipos,
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and box are just two companies to take advantage of the jobs act. it has been more than year since the law which gives startups more time to comply with government regulations went into effect. has it increased the number of companies in the ipo price line? report toback gave a congress that was instrumental in passing the jobs act. what has the effect been? for moreen out there than a year. >> as measured by the number of ipos that have come out since the jobs act and the smaller deals, which is what we were trying to get done, to access the ipo market. i think the length of the ipo number of on a
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different metrics has been an unqualified success. last one first. the length of the ipo window. the market has been straight up into to the right for the last five years or so. >> we've seen the ipo window close during more robust markets. the volatility index has been extremely low up until a month ago. above 20 for the first time. we've seen better pricing dynamics and that's helped by confidential filings which were part of the jobs act and test the martyrs -- test the waters marketing which allowed companies to talk to investors before they go out on their formal roadshow and get a sense of what their value is. we don't see as many deals
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withdrawn and we see better pricing dynamics. if you look at jobs act ipos, 67% of those price within or above the range since the jobs act as opposed to 58%. is it any better of the companies are going public? >> the companies are pretty good. rush to theseen a market as a substandard company. you see generally really good performance. .013 was great >> particularly among the smaller companies. i pulled out some bloomberg numbers and they show the trend that the smaller companies getting funding, the companies between $100 million and $500 million are not seeing an increase in deals. >> i looked at those numbers before i came in and over the last year, we did year to date 130 ipos in the u.s. market,
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$100 million and below. in 2012, when the jobs that past, we did 61 ipos in that size category. >> the thing that concerns me is the shorter time for investors to look at a deal before they go out could lead to companies who are not doing this aims they said they were going to do. a company called vauxhall jet raise money to build a factory in detroit. they said the factory was up and running in september and i went to detroit, walked in the factory and it was totally empty. there was nothing going on there. i was worried there would be a lot of companies like this. have we seen that? >> i don't think we have seen that. that's borne out in the performance overall of ipos. you will always have a couple deals that don't do well or have issues, but overall, performance has been good and you have to
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publicly file three weeks before you start your work -- before you start your roadshow. and you've got five weeks of your information being out there and being scrutinized. i don't think that is a disadvantage to investors. >> thank you very much. the federal trade commission has accused at&t of deceiving millions of smartphone phone customers. we will tell you why and what it means for wireless carriers when "bloomberg west" returns. ♪
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>> welcome back. at&t has been sued by the federal trade commission over
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allegations of data throttling which started in 11. the ftc says at&t deceived at least 3.5 million smart phone customers who had unlimited eight up lands by drastically reducing their transmission speeds and then failing to notify them about going over their data limits. how big a problem is this for at&t and this is a common practice in the wireless business westmark joining me is cory johnson and the vice president of public knowledge's, and affairs -- but knowledge is a ink tank for emerging technology issues. what is data throttling? what are the accusing at&t of doing? >> data throttling is when a wireless carrier or any broadband carrier decides to slow down the transmission of the internet to its consumers. what we are concerned about is the transparency of those practices.
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it's an upsetting thing that these people would be paying for a service from at&t, one of the biggest companies in the world, offering this service and then not giving it to them and telling them they were getting ripped off. >> the key part of the suit is at&t and other carriers offer "unlimited data plans." the reason the ftc is suing is because they say at&t has not lived up to its billing that this is a truly unlimited plan. there have been complaints from consumers that at&t has throttled or slow down its data whence by as much as 90% they have to deal with congestion. so when a company makes the promise that something is
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unlimited, the ftc will hold them to that promise. to a buffet going and saying all they offer is salt. why are they doing this. >> they will talk about the importance of needing to manage the network. there are peak times when networks may get congested. the way in which companies choose to manage the network is communicated to consumers. there's actually a transparency rule that is still in place. complainedtion has and otherabout at&t carriers about whether they are being transparent about their unlimited data plan. this is not the only case and it is important that federal regulators continue to keep a close watch over these companies
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and whether they are truly providing what they offer. >> i would be infuriated. >> are you and at&t user? >> no. >> im. .- inwe will be back with more just a moment. you can watch us streaming on your phone, your tablet, bloomberg. calm and amazon fire tv. ♪
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>> i'm emily chang and this is hpoomberg west." ebay and had decided to stay with their companies into. what flexibility comes from taking a company off wall street ? why do it? theor a lot of companies, changes they have to make in the public markets are not available to them. they disappoint shareholders and the stock plummets. i set down to see what's going how thetarted by asking
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business is different than what we saw last time it was public. at your show. everyday you are talking about the new digital economy and the unbelievable changes happening at the edge with apple pay and these new exciting technologies. on the back end, you've got a 10 x increase in scale. that's making the i.t. department in every industry reinvent itself in a fast rate and that's what we are focused on. ibm, are seeing hewlett-packard and oracle in their. in spite of spending billions and acquisitions, they see falling or flat sales across those companies. -- thecloud is does cloud is hurting these big iron makers and software is redefining how we do our jobs and making them more efficient. if you can find the seymour you can help people come out faster -- if you can find the seam
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where you can help people come out faster, you can wait it out. the companies with big iron dependencies are suffering. >> from a financial perspective, we see so much concern for companies about when and how they are going to go public, you guys have been through an interesting road to be private at the time there's this fantastic transition. wonder if you have been able to make different types of now?es, that friend >> it's difficult for me to imagine how we could have migrated the last year as a public company because the 90 day cycle would not work. our industry is going through a revolution with the digital innovation we are talking about and that forces you to invest aggressively. only agreedrs not with that but they let us spend 102 million dollars more than we
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did last year on research and development. >> if i looked at the income statement, they would say the same thing. oracle is a classic example. they are going to see the shift in the near-term. give me an example of the decision you can make. >> they can make the decisions but the consequences are different. in a corporation, you're talking with employees and telling them to remain calm. it's more difficult to hire people but in our case it's the exact opposite. we can hire people from salesforce and great companies because we tell them we are going to invest right now and not worried about a 90 day cycle. you are able to hire people and make investments and shift big dollar amounts. we just moved a large amount of
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money. egg kind of thing has consequences. a chiefuys have customer -- this notion of something and they don't know if they needed or not . >> all of this innovation happening around social and mobile is about thinking how the customers going to use your products. we need somebody who all day long all they think about is how are the customers going to use the technology? how do they want it implemented and service? anytime we find something that is out of sync with the way customers want to operate, his job is to put it on the hit list that we go after it aggressively . >> the ceos of the two people he doesn't listen to is the customers and the salespeople because their notion of what is possible is incremental.
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you take that approach where you are trying to create this thing they don't know they want. --it is the henry ford quote if i was listening to my customers, i would have made a faster horse. you have to look past the near-term. you have people who look at what they needed the next version but you have to look two or three versions out and look two years out and think about how is somebody going to use this technology differently? largest helpdesk company in the world, yet we just came out with technology that will make the need for opening trouble tickets go away entirely. people don't want to use that. and thatabling that something customers would not necessarily ask for but you know the market is going to demand we move toward that. all i can say is go giants. that's it for this edition of "bloomberg west." we will see
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you later.
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